Expect Excellence

Your employees will do much better if you have high expectations of them. Studies by Warren Bennis prove conclusively that, the more you expect, the more results will be achieved (obviously with some limit). In many experiments, heterogeneous groups were divided into two subgroups with identical goals. One subgroup was treated as if excellence was expected. The other subgroup was treated as if mediocrity was expected. In every experiment, the group for whom excellence was expected outperformed the other group.

You can show in many ways that you expect excellence: Be an example (work hard, be proud of your efforts well done, don't play computer games on the job). Provide educational benefits to your employees to help them achieve their best. Reward excellent behavior.* Coach, tutor, cajole, and attempt to inspire your poorer performers toward better work products and habits. If you (or they) fail, find more suitable opportunities for them within your organization or your company. If all else fails, help them find a job outside. You cannot allow them to stay in an inappropriate job, but you must also show compassion. If you leave them where they are, your product will be of lower quality and your other employees will assume that poor performance is acceptable.


Reference:
Bennis, W., The Unconscious Conspiracy: Why Leaders Can't Lead, New York: AMA-COM, 1976.

Tehanu

Tehanu by Ursula K. Le Guin
My rating: 5 of 5 stars

This is an excellent "see the world through someone else's eyes" book. There will be parts that might be distasteful but that's how parts of people's lives are. Another person's opinions might not be correct but they exist nevertheless. I found the afterward really interesting. The way the author talked about writing the book made it sound like a process of discovery instead of creation.

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Trust Your People

In general, if you trust people, they will be trustworthy. If you treat people as if you don't trust them, they will give you reason not to trust them. When you trust others and give them no reason not to trust you, they will trust you. Mutual trust is essential for successful management.

When one of your employees says, "Can I take off today at 2:00 PM? I'll work a few hours extra later in the week," you should say, "Yes." You lose nothing, and you gain the loyalty and respect of your employee. There are many more opportunities to be the bad guy than the good guy. Take every chance you can get to be the good guy. Who knows, maybe in a few weeks you'll need to ask the employee to work a few extra hours for a job you need to have done.


Reference:
McGregor, D., The Human Side of Enterprise, New York: McGraw-Hill, 1960.

Listen To Your People

The people who work for you must be trusted. If they're not trustworthy (or if you don't trust them), your project will fail. If they don't trust you, your project will also fail. Your people can tell as quickly that you don't trust them as you can when your boss doesn't trust you.

The first rule of trust is listening. There are many opportunities to listen to your people: when they visit your office to tell you about a problem they are having, when you need an estimate from them for a software development, when you are managing by walking around (MBWA), among others. Whenever your people are talking to you, listen and hear. They consider what they are saying to be important or they wouldn't be telling you. There are many ways to let them know you are listening: eye contact, appropriate body language, "playing back" what you think you heard them say, asking appropriate questions to solicit more information, and so on.


Reference:
Francis, P., Principles of R&D Management, New York: AMACOM, 1997.

2020 Reading List

I was continuously updating and referencing this list to guide my reading. Therefore, I decided it was more useful to make it a page instead of a post with a link on my blog's landing page.

https://jerryyoakum.blogspot.com/p/2020-reading-list.html

Grain Brain

Grain Brain: The Surprising Truth about Wheat, Carbs, and Sugar--Your Brain's Silent Killers by David Perlmutter
My rating: 3 of 5 stars

A lot of reviewers complain that this title is very repetitive. It is but for the audiobook that is alright. It is very easy for much of what the author wrote to slip right by especially if I'm doing other stuff while listening. I'm not convinced that this diet is for everyone, but I am convinced that for the people who need this diet that it is life changing. I'll change my food choices some based on this book and definitely watch for future news on this topic.

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Mycroft and Sherlock

Mycroft and Sherlock by Kareem Abdul-Jabbar
My rating: 5 of 5 stars

Great job of portraying a young Sherlock and explaining why Mycroft didn't go on to more adventures like he had in the first Mycroft book.

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Alchemy

Alchemy: The Surprising Power of Ideas That Don't Make Sense by Rory Sutherland
My rating: 5 of 5 stars

With exception of the obvious bias the author has in favor of vaping, this was a very enjoyable book. It is a pleasure to look at problems from different perspectives and this book is largely about reframing questions to find different solutions.

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A Few Good People Are Better Than Many Less Skilled People

This follows immediately from the idea that People Are The Key To Success, which says that you should always hire the best engineers. This principle says that you are better off allocating just a few good, experienced engineers on a critical task than to put many inexperienced engineers on it. This is Don Reifer's "Management Principle #6." On the other hand, Manny Lehman warns that you can't rely too much on "a few good people"; what if they quit? The best advice is to have the right mix of people on a project and take care not to gravitate towards either extreme. Those people with the most experience are probably closest to retirement. Keep them working with people with less experience so their knowledge isn't lost in the future.


Reference:
Reifer, D., "The Nature of Software Management: A Primer," Tutorial: Software Management, Washington, DC: IEEE Computer Society Press, 1986.

People Are The Key To Success

Highly skilled people with appropriate experience, talent, and training are key to producing software that satisfies user needs on time and within the budget. The right people with insufficient tools, languages, and process will succeed. The wrong people (those with insufficient training, experience, or work ethic) with appropriate tools, languages, and process will probably fail. According to the Constructive Cost Model (COCOMO), the best people are 4 times more productive than others. If the best people cost 4 times the salary, you break even and probably end up with a better product (Great Designs Come From Great Designers). If they cost less, you reduce costs and have a better product. That's a win-win.

When interviewing prospective employees, remember that there is no substitute for quality. Companies often say, after interviewing two people, "Person x is better than person y, but person y is good enough and less expensive." You can't have an organization of all superstars, but, unless you have an overabundance of them now, hire them!


References:
Boehm, B., Software Engineering Economics, Englewood Cliffs, NJ: Prentice Hall, 1984.
Weinberg, G., The Psychology of Computer Programming, New York: Van Nostrand Reinhold, 1971.